Business Architecture
Graham Meaden
Realising the Vision
Getting Started at
Programme-Level
2012 Realising The Vision Limited. All Rights Reserved.
Topics
Plan
Do
Check
Act
Levels of Architecture
Lessons from a Business
Transformation
Programme
2012 Realising The Vision Limited. All Rights Reserved.
Understand the level to start
Macro
Strategic
Programme /
Segment
Project
Graham Meaden and Jonathan Whelan 2012 (Gower Publishing Limited)
2012 Realising The Vision Limited. All Rights Reserved.
Macro-Level
Captures the purpose of the business and the business model
The Business Model Canvas (A. Osterwalder)
represents a clear means to
capture the macro picture:
Value Proposition
Customer Segments
Customer Relationships
Channels
Key Resources
Key Activities
Key Partners
Cost Structures
Revenue Streams
Object Management Groups
Business Motivation Model
Mission
Vision
Key
Influences
Strategy
Goals
Both of these are essential readings.
2012 Realising The Vision Limited. All Rights Reserved.
Strategic-Level
Describes what is needed to execute the
business model?
Reference Architectures
Principles
Policies
Capabilities
SWOT
PEST
STEER
Current
State
Transition
Value
Streams
Future
State
Five Forces
Standardization, Rationalization, Integration requires absolute point of reference to converge.
Governance also requires a reference point to govern from.
2012 Realising The Vision Limited. All Rights Reserved.
Programme/Segment Level
Scoped to address a subset of the business
Informs:
Milestones
Transitions
Projects & Inter-dependencies
Business Case & Benefits Planning
Maintains focus, creates cohesion
Formalisation of the transition and transformation
Current
State
Transition
M
M
2012 Realising The Vision Limited. All Rights Reserved.
Target
State
Project Level
Standalone or part of programme
Current + Transitions + Future State
Focuses on solutions
Analysis
Baseline
Architecture
Business
Architecture
Analysis
Analysis
Interim 1
Interim n
Architecture Architecture
creates a framework
and structure for
Solutions
Analysis
Target
Architecture
Business
Analysis
More detail
More depth
2012 Realising The Vision Limited. All Rights Reserved.
Exceptions
1. International
2. Conglomerates
3. Multi-business
businesses
4. Portfolio managed change
These are not mutually exclusive.
The complexity of the business will be mirror in your architecture!
2012 Realising The Vision Limited. All Rights Reserved.
#1. International
Macro
Macro
Global
Strategic
Strategic
NA
Programme
AP
Programme
Project
Project
Original 4-level model
Scenario: International Businesses
Despite the intent to achieve standardisation globally, variations will occur by geography:
The same building blocks may be used but in different numbers. Some building blocks may serve a large
country, some a small country, some multiple countries
2012 Realising The Vision Limited. All Rights Reserved.
#2. Conglomerates
Macro
Macro
Global
Strategic
Strategic
LOB 1
Programme
LOB n
Programme
Project
Original 4-level model
Project
Scenario: Conglomerates
Regions and LOBs always seem to question the value of capabilities implemented at group-level but the logic is
sound. To create a Target Operating Model (TOM) for a particular LOB, architecture building blocks from both
levels are required.
2012 Realising The Vision Limited. All Rights Reserved.
10
#3. Multi-business businesses
Macro
Macro
Global
Strategic
Strategic
Programme
Programme
Project
Original 4-level model
Project
Scenario: Multi-business businesses
Cost-side
Revenue-side
Operational efficiency
Customer Intimacy | Product Innovation
Different parts of the business are driven by different factors. It is important to recognise these.
2012 Realising The Vision Limited. All Rights Reserved.
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#4. Portfolio managed change
Macro
Macro
Strategic
Strategic
Online
Business
Offline
Business
Portfolio
Programme
Programme
Project
Project
Scenario: Portfolio Managed Change
Original 4-level model
Each portfolio architecture will support a distinct aspect of the business. e.g. A large bank may run a portfolio
for its compliance initiatives and another for its online activities.
2012 Realising The Vision Limited. All Rights Reserved.
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Lessons from a Business
Transformation Programme
Our goals:
Enable the programme design authority to direct and govern
Sustain a 6 year programme of change
Enable integration with other business transformation
programmes
Enable transparency to the regulator
Configure and deploy ascalable architecture modelling platform
2012 Realising The Vision Limited. All Rights Reserved.
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Stakeholders
Regulator
Stakeholders
Concerns
Contracts &
Procurement
Deliverables
& Insight
Professional
Services Firms
Views
Programme
Board
Models
Business
Change
Management
Systems
Integrators
2012 Realising The Vision Limited. All Rights Reserved.
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Stakeholders
Concerns
Concerns
The right change at
the right time
Cost control
Deliverables
& Insight
Views
Benefits-led change:
line-of-sight
Inter-dependencies
2012 Realising The Vision Limited. All Rights Reserved.
Models
Scope
Management
Business
Readiness
15
Stakeholders
Deliverables & Insight
Concerns
Deliverables
& Insight
2012 Realising The Vision Limited. All Rights Reserved.
Views
Models
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Stakeholders
Meta Model and Models
Deliverables
& Insight
Concerns
Template
Models
Architecture Description
defines
Viewpoint
Relationship
Type
Views
View
defines
defines
Element
Type
Relationship
Element
Meta Model
Model
Used to configure OpenText ProVision
Captured in the OpenText ProVision
repository
2012 Realising The Vision Limited. All Rights Reserved.
17
Lessons from enabling integration
Programme
/Segment
We modelled recognising
there is always a larger
organisation.
Because our segment was
serving other segments
and therefore we needed
to model their world too.
Programme
/Segment
Programme
/Segment
We developed business
process and information
modelling standards.
Because our impact was
pan-organisational.
We modelled and
formalised higher-level
reference architecture
building blocks.
Because we could
achieve ROI on our
programme alone.
2012 Realising The Vision Limited. All Rights Reserved.
18
Lessons from developing the meta model
BPMN
BMM
EPC
Before we started
we needed to
synthesize different standards
into a single meta model.
IDEF
Value Stream
Because we needed to understand
how things fitted together and
we could capture and
manage the complexity
SPEM
UML
Six Sigma
Kaizen
LEAN
Industry
Processes
Industry
Capabilities
2012 Realising The Vision Limited. All Rights Reserved.
TOGAF
FEAF
Archimate
Systems
Architecture
Information
Architecture
Technology
Architecture
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Lessons from Data Governance of Architecture
owner ?
Capability
owner ?
L1 Capability Area
L2 Capability Group
L3 Capability
L4 Sub-Capability
Stakeholder
owner ?
owner ?
Process
owner ?
owner ?
owner ?
L1 Value Chain
L2 Process Area
L3 Process Group
L4 Value Stream
L5 Process
L6 Sub-Process
L7 Activity
L8 Task
Service
owner ?
L1 Service Area
L2 Service Line
L3 Service
L4 Service Product
1. Estabishing data governance of the things (e.g. Capability, Process, Service) is difficult but governance of the
relationships is even more difficult.
2. Building taxonomical structures is essential to model effectively and to enable that governance.
2012 Realising The Vision Limited. All Rights Reserved.
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Lessons from what views proved popular?
Line-of-Sight
Project
Project
Output
Outcome
Capability
Process
Service
Benefit
Beneficiary
Inter-dependency Maps
Programme
Project
Project
Output
Programme
Project
2012 Realising The Vision Limited. All Rights Reserved.
Project
Output
21
Lessons from tooling
There are tools out there but you MUST invest in developing your
modelling language and meta model to be successful.
You must also consider
the big picture and the
levels you wish to
support.
2012 Realising The Vision Limited. All Rights Reserved.
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Questions ?
For more information &
and training:
e: gmeaden@realisingthevision.co.uk
2012 Realising The Vision Limited. All Rights Reserved.
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